Change Model For Crystel

Running Head: Change Model

Change Model for CrysTel

Ryan Auck

University of Phoenix

Change Model for CrysTel

Introduction

Resistance to change and lack of flexibility endanger the progress of an organization, limiting its powers. This may lead to stagnation and even decline. An organization may be forced to change due to internal or external circumstances, and the inherent flexibility of the organization could determine its future.

Developing a learning culture and promoting innovation can help an organization sustain change. Maintaining a learning culture by identifying possible resistance, implementing behavioral action plans, and evaluating implemented behavior is essential for smooth transitions.

CrysTel has come to a point where change is needed in order to continue and maintain success. After assessing the strengths and weaknesses of the organization based on behavioral parameters, implications of change will be discussed. The appropriate business change model and leadership style will be selected in order for CrysTel to successfully transition during this change period.

Major Implications of Change

The world today is changing faster than ever before. New business developments cause restructuring, reorganizations and changing company philosophies place pressures on organizations to change and stay dynamic. Not only must managers and professionals face and accept these changes, they must also help others feel comfortable with the adaptations they need to make. Change for any organization is a difficult process to begin. The reason for such difficulty usually is because the members of the organization have trouble dealing with the implications of the change process.

CrysTel will be dealing with many of the same concerns or implications during their business change. The implications CrysTel will be facing are operational and behavior.

The operational implications can range from the loss of sales, efficiency, and customer service levels. The business model CrysTel has run with over the past years has accomplished what has been asked; however, indicative of the technology industry change is common and to stay ahead of competition CrysTel must change their business model and processes. In changing this business model CrysTel must be concerned with the continuance of good customer service while the change is occurring and making sure the customer is still being taken care of to ensure proper sales levels.

The human behavior implications can and probably are the most important aspect of the change process. Linda Cook, President of the Canadian Library Association, argues that to implement a smooth change, it is important to consider the people involved because it is through them that change could happen or keep it from happening. Moreover, she stresses on keeping the communications line open because people tend to be more welcoming to change if they know what is coming to them and to listen to their concerns as well. (Cook, 2006) In order to successfully change business processes CrysTel must look at the reactions to change the employees will have and how they can positively effect this reaction. The concerns will be the employees will not want change or will not be prepared for change in the proper manner. These implications will then result in negative results on the operational side of the organization, both sides affect the other. To ensure these concerns are approached CrysTel will need to apply the proper business change model and leadership style for the successful implementation of the new changes.

Business Change Model

In the most basic sense, a business model is the method of doing business by which a company can sustain itself -- that is, generate revenue. The business model spells-out how a company makes money by specifying where it is positioned in the value chain. (Rappa, 2007) The business model, in order to be effective, must address the major implications of change such as the human variables. As part of the business model CrysTel will need to address the organizational culture and behavior, though tough to change it will need to be done.

The first step in CrysTel's business model will be to create a learning organization. Peter Senge, a professor at the Massachusetts Institute of Technology, popularized the term learning organization in his best-selling book entitled The Fifth Discipline. He described a learning organization as "a group of people working together to collectively enhance their capacities to create results that they truly care about." (Kreitner, 2004) Currently at CrysTel many of the employees feel they are overworked, not recognized for their efforts, and need to be empowered. Within a learning organization many of these concerns will be addressed, because learning organizations actively infusing their organizations with new ideas and information. They do this by scanning their external organizations, hiring new talent when needed, and devoting significant resources to train and develop their employees. Next, new knowledge must be transferred throughout the organization. Learning organizations strive to reduce structural, process, and interpersonal barriers to the sharing of information, ideas, and knowledge among organizational members. Finally, behavior must change as a result of new knowledge. Learning organizations are results oriented. They foster an environment in which employees are encouraged to use new behaviors and operational processes to achieve corporate goals. This environment will be invitingly different from the current situation where employees seem to work towards individual goals rather than put in team efforts, when teamwork does occur unresolved conflict occurs, and there is lack of feedback and coordination of tasks and results.

Part of sustaining the learning organization will be to change current strategies for communication, resolving conflict and mentoring, while also providing strategies to help with the resistance of the change process. Communication within CrysTel is weak and ineffective, due in part to the multi-team structure with many reporting heads at the senior level. (Managing Across America Simulation) Another concern is the lack of training